Chapter 3 – Social and Organizatonal Psychology – Values, Attudes, ,oods and Emotons
Values, Attudes, and ,oods and Emotons
Thoughts and feelings about work, jobs, organizatons, determine work that is experienced
Values – thoughts and feelings concerned with the meaning and nature of the work
(relatiely long lastng)
Attitudes – thoughts and feelings concerned with a person´s current job or
organizaton (more specifc, not as long lastng))-
Work moods and emotons – how people feel while performing their job
The Nature of Values
Values – one´s personal coniictons about what one should striie for in life and how one
should behaie
Work values – an employee´s personal coniicton about what outcomes (e.g. family
security, social recogniton, excitng life, etc.) one should expect from work and how
one should behaie at work (e.g. ambitous, obedient, etc.)
o Intrinsic work values – ialues related to the nature of work itself
o Extrinsic work values – work ialues related to the consequences of work (e.g.
economic security, status, etc.)
managers need to be sensitie to the work ialues when making changes
Ethical Values – one´s personal coniictons about what is right and wrong
o Utilitarian values – ialues that dictate that decisions should be made
generatng the greatest good for the greatest number of people
o Moral rights values – ialues that dictate that decisions should be made in
ways that protect the fundamental rights and priiileges of people afected by
the decisions, such as their freedom, safety, and priiacy
o Justice values – ialues that dictate that decisions should be made in ways
that allocate beneft and harm among those afected by the decisions in a fair,
equitable, or impartal manner
o Indiiidual ethics, professional ethics, and societal ethics all contribute to an
organizaton´s code of ethics ()- a set of formal rules and standards, based on
ethical ialues and beliefs about what is right and wrong, that employees can
use to make appropriate decisions when the interests of other indiiiduals or
groups are at stake)
o Whistleblower – a person who informs people in positons of authority
and/or the public of instances of wrongdoing, illegal behaiior, or unethical
behaiior in an organizaton
The Nature of Work Attitudes
Work attudes – collectons of feelings, beliefs, and thoughts about how to behaie in one´s
job and organizaton (more specifc, and not as long lastng as ialues)
Job satisfaction – the collecton of feelings and beliefs people haie about their
current jobs (can regard iarious aspects: e.g. payment)
, Organizational Commitment – the collecton of feelings and beliefs people haie
about their organizaton as a whole (can regard iarious aspects: e.g. the organizaton
´s products)
work attudes are made up of three components:
1. the afective comconent 㸴 how an employee feels about the job or organizaton
2. the cognitive comconent – what an employee belieives to be true about the job or
organizaton
3. the behaivioral comconent – what an employee thinks about how to behaive in the job
or organizaton
The Nature of Moods and Emotons
Work mood – how people feel at the tme they actually perform their jobs (much more
transitory than ialues and attudes)
cositive mood – existed, enthusiastc, actie, strong, etc. (creatiity, decision)-making,
judgements better)
negative mood – distressed, fearful, scornful, etc.
workplace incivility – rude interpersonal behaiiors refect a lack of regard and
respect for others (rises through e.g. increasing use of email and phone
communicaton negatie mood)
moods: general, periasiie feelings that don´t interrupt employee´s thoughts/behaiiors
VS.
Emotions – intense short)-liied feelings linked to a specifc cause or antecedent (adaptie,
eiolutonary ialue)
emotons can feed into moods
emotional labor – the work employees perform to control their experiences and
expressions of moods and emotons on the job
o goierned by disclay rules:
feeling rules – dictate appropriate and inappropriate feelings for a
partcular setng
excression rules – dictate what emotons should be expressed and
how they should be expressed in a partcular setng
emotional dissonance – an internal state that exists when employees are expected
to express feelings at odds with how employees are actually feeling (signifcant
source of stress, esp. when it occurs frequently)
Relatonshics between Values, Attitudes, and Mood and Emotons
Work ialues (most stable and most long lastng) strongly afects: work attudes, moods,
emotons
Work attudes afects work moods and emotons in a similar fashion (e.g. work attudes
(job satsfacton) afects work moods and emotons (positie feelings)
Values, Attudes, and ,oods and Emotons
Thoughts and feelings about work, jobs, organizatons, determine work that is experienced
Values – thoughts and feelings concerned with the meaning and nature of the work
(relatiely long lastng)
Attitudes – thoughts and feelings concerned with a person´s current job or
organizaton (more specifc, not as long lastng))-
Work moods and emotons – how people feel while performing their job
The Nature of Values
Values – one´s personal coniictons about what one should striie for in life and how one
should behaie
Work values – an employee´s personal coniicton about what outcomes (e.g. family
security, social recogniton, excitng life, etc.) one should expect from work and how
one should behaie at work (e.g. ambitous, obedient, etc.)
o Intrinsic work values – ialues related to the nature of work itself
o Extrinsic work values – work ialues related to the consequences of work (e.g.
economic security, status, etc.)
managers need to be sensitie to the work ialues when making changes
Ethical Values – one´s personal coniictons about what is right and wrong
o Utilitarian values – ialues that dictate that decisions should be made
generatng the greatest good for the greatest number of people
o Moral rights values – ialues that dictate that decisions should be made in
ways that protect the fundamental rights and priiileges of people afected by
the decisions, such as their freedom, safety, and priiacy
o Justice values – ialues that dictate that decisions should be made in ways
that allocate beneft and harm among those afected by the decisions in a fair,
equitable, or impartal manner
o Indiiidual ethics, professional ethics, and societal ethics all contribute to an
organizaton´s code of ethics ()- a set of formal rules and standards, based on
ethical ialues and beliefs about what is right and wrong, that employees can
use to make appropriate decisions when the interests of other indiiiduals or
groups are at stake)
o Whistleblower – a person who informs people in positons of authority
and/or the public of instances of wrongdoing, illegal behaiior, or unethical
behaiior in an organizaton
The Nature of Work Attitudes
Work attudes – collectons of feelings, beliefs, and thoughts about how to behaie in one´s
job and organizaton (more specifc, and not as long lastng as ialues)
Job satisfaction – the collecton of feelings and beliefs people haie about their
current jobs (can regard iarious aspects: e.g. payment)
, Organizational Commitment – the collecton of feelings and beliefs people haie
about their organizaton as a whole (can regard iarious aspects: e.g. the organizaton
´s products)
work attudes are made up of three components:
1. the afective comconent 㸴 how an employee feels about the job or organizaton
2. the cognitive comconent – what an employee belieives to be true about the job or
organizaton
3. the behaivioral comconent – what an employee thinks about how to behaive in the job
or organizaton
The Nature of Moods and Emotons
Work mood – how people feel at the tme they actually perform their jobs (much more
transitory than ialues and attudes)
cositive mood – existed, enthusiastc, actie, strong, etc. (creatiity, decision)-making,
judgements better)
negative mood – distressed, fearful, scornful, etc.
workplace incivility – rude interpersonal behaiiors refect a lack of regard and
respect for others (rises through e.g. increasing use of email and phone
communicaton negatie mood)
moods: general, periasiie feelings that don´t interrupt employee´s thoughts/behaiiors
VS.
Emotions – intense short)-liied feelings linked to a specifc cause or antecedent (adaptie,
eiolutonary ialue)
emotons can feed into moods
emotional labor – the work employees perform to control their experiences and
expressions of moods and emotons on the job
o goierned by disclay rules:
feeling rules – dictate appropriate and inappropriate feelings for a
partcular setng
excression rules – dictate what emotons should be expressed and
how they should be expressed in a partcular setng
emotional dissonance – an internal state that exists when employees are expected
to express feelings at odds with how employees are actually feeling (signifcant
source of stress, esp. when it occurs frequently)
Relatonshics between Values, Attitudes, and Mood and Emotons
Work ialues (most stable and most long lastng) strongly afects: work attudes, moods,
emotons
Work attudes afects work moods and emotons in a similar fashion (e.g. work attudes
(job satsfacton) afects work moods and emotons (positie feelings)
